As the marketplace continues to evolve, Soldiers are asking how they can best compete for their preferred assignments while units ask how they best communicate their unique personnel demands.
Fortunately, the answer is simple: input the respective Knowledge, Skills and Behaviors, or KSBs, into the talent marketplace.
Applying KSBs organizes human resource activities and attributes under one common language framework that promotes a data-centric design to optimize Soldier and unit performance. Definable and measurable characteristics linked with assignments in a marketplace ensures Soldiers select the right jobs, in the right units, at the right time to excel within their career fields.
A recent survey by a management consulting firm, McKinsey and Company, revealed that 80 percent of executives viewed reskilling employees as a criticality for success and performance, correlating the need for units and Soldiers to utilize distinguishable KSBs to reveal their potential for job assignments within a marketplace.
In the most recent 22-02 marketplace, 55 percent of officers utilized KSBs to showcase their unique attributes with 28 percent of the units participating in the same movement cycle employing KSBs to reveal their necessary demands for upcoming mission requirements.
Employment of distinctive KSBs acquired through traditional educational institutions, professional experiences and cultural engagements generates successful organizational performance. Having Soldiers reveal their unique attributes enables units to precisely select the right personnel for critical positions to successfully accomplish future organizational mission requirements.
A common KSB language provides superb clarity for Soldiers when they seek to apply their unique skill sets to their preferred units within an available marketplace. Optimizing a market match between available personnel and assignment vacancies creates the perfect opportunity to peak performance levels in a professional military setting.
Successful utilization and alignment of KSBs during a marketplace cycle positively links Soldiers to a multitude of units and jobs throughout the Army, delivering critical skills to a unit based on Soldiers preferences. Individuals actively competing within a marketplace can communicate their unique KSBs generated from previous deployments, job assignments, credentialing programs, and advance education to hiring officials to optimize the unit’s organizational performance in complex environments.
The use of KSBs establishes a Soldier-centric solution that becomes applicable to a commander’s operational requirements. Employing KSBs effectively boosts human performance for Soldiers and Army units by codifying metrics that disclose sophisticated indicators and attributes in providing a conduit for a workforce to assess their capability shortfalls.
Given that 96 percent of high performers contribute their success to workplace satisfaction, utilizing KSBs ensures Soldiers appropriately align their unique skill sets to Army unit demands.
Currently, the Army Talent Management Task Force and Human Resource Command continues to work diligently with Commanders and Human Resource professionals to identify and utilize KSB demands in current and future marketplaces to address units’ talent gaps while enhancing future talent management activities. The evidence suggests that units perform better when their human capital aligns effectively to their unique capabilities.
Leveraging KSBs during the marketplace shapes a Soldier’s ability to seek out assignments that will enhance their potential, while accelerating a unit’s performance. Capitalizing on the directional cadence for a modern Talent Management System for the 21st Century will ensure the Army’s ability to acquire, employ, develop, and retain its personnel for future dynamic conflicts. Soldiers now have the ability to actively showcase their unique skill sets by inputting KSBs into AIM to distinguish themselves in a sizeable marketplace, while allowing the Army to profit from their human capital.
Units now have the ability to build their teams by inputting KSBs in respective talent market systems, creating the data-layer that enables the Army’s accession, utilization, retention, and development processes. Establishing the foundational apparatus with KSBs, catapults the Army’s human resource enterprise into the 21st Century.
References:
Barnett, Carroll, Homa, Pradere, Puybaraud, & Taylor. (2020). Jones-Lang Lasalle Inc. [JLL]. From productivity to human performance: Designing workplaces where people thrive and performance flourishes. Retrieved from https://www.jll.co.uk/content/dam/jll-com/documents/pdf/research/emea/uk/jll-uk-from-productivity-to-human-performance.pdf.
Spain, Everett. (2020). Harvard Business Review. Reinventing the Leader Selection Process. Retrieved from https://hbr.org/2020/11/reinventing-the-leader-selection-process.
Wilson-Hill, Joe. (2020). eLearning Industry. How To Tie Learning To Performance For Outstanding Business Results. Retrieved from https://elearningindustry.com/how-tie-learning-to-performance-for-outstanding-business-results-competency-framework.
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